On a basic level, the root cause of the disagreement between Hernán Otero and Alexey Iskhakov is based on miscommunication. However, on a deeper level, the disagreement between the two programmers is a result of their cultural differences. It is critically important for Emilio to resolve this disagreement and to make significant changes within the organization to ensure that it does not continue or recur. The key steps will include: working with both Hernán and Alexey to defuse the current situation; changing the physical set up of the InterSoft lab to promote a better sense of team; and implementing new training procedures to prepare both Russian and Argentinian staff members for travel to either country.
Alexey, Bruno, Hernán and Emilio were working on an important component of an updated version of IDEAFIX scheduled to be launched soon, so it was important that their programming progress on schedule. Tensions recently escalated between Hernán and Alexey because of a series of emails, initiated by Hernán, regarding the design of an event-handling algorithm of IDEAFIX. The email “conversation” between Hernán and Alexey seemed to occur after the first time that they could not reach an agreement even after much discussion. When Bruno became concerned that Alexey did not understand what needed to be done with the design of IDEAFIX, he informed Hernán. Because Hernán felt that he could better communicate with Alexey via written English, he began emailing Alexey instead of speaking directly with him, and forwarding the emails to Emilio for his input as well. The ensuing chain of emails would not have caused such a conflict if there had not already been some underlying tension.
Hernán and Alexey have arrived at this disagreement because they do not fully understand each other. Not only do they not speak each other’s language, but neither is fluent in English, the only language they do have in common. They do not understand the other’s motives, or have enough trust in each other to know that both are working towards the same goals. They also do not understand the work environment of the other, and have different opinions of what that environment should be like. Emilio will need to bridge the gap between the two employees and their cultures, using some resources that already exist inside the two companies and some resources outside the companies, to ensure that the working relationship between InterSoft and Orgland continues to be effective.
Emilio will need to take immediate action to ensure that this disagreement does not completely derail the progress they have made on this project. The first step Emilio should take would be to meet with both Hernán and Alexey individually to gain an understanding of each one’s point of view about where the breakdown in communication occurred and each one’s expectations of their working relationship in the Lab. For example, Alexey experienced virtually no vertical hierarchy while at Orgland, where everyone acknowledges their interdependence on one another, whereas at InterSoft, it has been Hernán’s practice to defer to Emilio when he needs an authoritative opinion, thus inadvertently establishing a hierarchy within the Lab.
Alexey and Hernán have had divergent experiences in similar settings which has created a misunderstanding about how they should be working together. Emilio and Hernán have worked together for so long that there is a significant amount of trust between them. Alexey is in a new environment where there is no reasons to trust the other programmers and he could think that they are all working towards their own gain. When Hernán forwards an email to Emilio, Alexey considers it a personal affront and “provocation” while, Hernán simply sees it as part of working together. Alexey does not have the same relationship with Emilio, so it is important for Emilio to foster a sense of trust and team.
The second immediate step that Emilio should take would be to examine the physical set up of the InterSoft Lab. From the diagram provided, we can see that there is plenty of room within the Lab to move things around and Emilio should rearrange the layout of the Lab to foster a more team-like atmosphere. For example, instead of having everyone face the walls where they can ignore anything and anyone else in the Lab, Emilio could turn the desks inward. Then, everyone would be facing one another, which would be more conducive to collaboration and to socialization. Furthermore, where each programmer sits should encourage teamwork, instead of alienation. Alexey was seated several seats away from Bruno and Hernán, but next to Gabriel, the only other Russian in the Lab. This seating arrangement not only made working together harder for Alexey, but also gave the Lab an “Us versus Them” feel which was not beneficial to building trust between Russian and Argentinian Lab members. Lab members, regardless of nationality, should be seated next to, or adjacent to, the other members of their team.
The next steps in Emilio’s action plan will take more planning than the first two steps. If Emilio anticipates continuing a relationship with the Orgland team, whether by sending Argentinian staff to Russia or bringing Russian staff to Argentina, InterSoft will need to develop a more comprehensive exchange program in order to better prepare and accommodate both sides while they are stationed in the other’s country. When getting to know the Orgland team, Felix and Emilio noted some similarities between the Russian and Argentinian backgrounds, most notably their religion, moral principles, and socialist tendencies. However, as Felix noted, once they began working together “although you (Emilio) and I enjoy vodka and caviar, we also like Mexican and American food. There are many people in Argentina who never eat fish and Russians who are probably astonished by a big Argentinian steak.” Some of the cultural differences for which this exchange program needs to prepare the staff are as basic as introducing them to the typical foods they will find in both Argentina and Russia. Emilio should use Gabriel and Sergio as internal resources to establish a program which would make staff transfers between countries more comfortable. Their backgrounds make them perfect candidates to be liaisons between the cultures. With Sergio working in Russia and Gabriel working in Argentina, they would be able to simultaneously combat any prejudice or fear related to transferring as well as be an ambassador for the transferred staff member. It would prevent such situations as the Orgland staff warning Alexey about the food in Argentina before his trip. Also, when Hernán came back from his trip to Russia if he had spoken with the InterSoft Lab about his experiences, they all might have more of an understanding of how Alexey feels, in a foreign country with no allies, a language barrier, and an aversion for the food. It would be important for Gabriel and Sergio to ask those who have participated in the exchange for feedback about their experiences and to have them speak first hand about their experiences with the rest of the staff, which would help to dispel any misconceptions about what actually happens in the other Lab.
With only limited funds, Sergio and Gabriel would also be able to introduce foods, holidays or cultural events of each other’s country, and to hold social gatherings, which would also help to give both InterSoft and Orgland a sense that they really are one connected team, but with two very diverse cultures. By showing both the InterSoft and Orgland teams that there are measures in place to ensure their happiness and comfort while away from home, a sense of camaraderie would be fostered, instead of a sense of hostility and fear.
Finally, although more costly, it would be of great benefit for both InterSoft and Orgland to offer reimbursement or other incentives for participating in English language classes. This component of Emilio’s action plan would greatly improve the communication among all of the programmers whether or not they actually travel to the other country. A majority of the conversations among InterSoft staff and Orgland staff have to occur over email, so it is critical that they are able to communicate successfully. InterSoft and Orgland’s collaboration positions them for great success within the software market, and because the predominant language of software programmers is English, it is important for their future growth that the staff at InterSoft and Orgland become fluent in English.
The end goal for implementing these strategies is to create a more communal culture at InterSoft Argentina where all parties feel appreciated and a part of the overall team, and have the same goals and objectives. Currently, the Lab at InterSoft functions on a somewhat mercenary level: it is able to accomplish tasks in a fast and focused manner with high solidarity and with rather low sociability. The Lab is not completely mercenary, however, as the programmers sometimes go out to lunch together, but they do not include their Russian colleagues. The Lab does have some features of the communal culture, such as an exaggerated consciousness of organizational identity and membership within the Lab, but this culture needs to be extended to its colleagues in Russia. Because of the nature of InterSoft’s business, the trend might always favor a mercenary culture. However since InterSoft is relying so heavily on the expertise of the GUI programmers at Orgland, it would make sense for it to implement some of the more communal ideals mentioned above into its Lab in Argentina.